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PurposeDrawing on the theoretical lens of the job demands-resources model, this study builds upon and tests a conceptual model that links customer prioritization, product complexity, business ties, job stress and customer service performance. Conceptualizing customer prioritization and product complexity as job demands and business ties as personal job resources, this research explicates the mediating process by which customer prioritization and product complexity affect customer service performance through job stress and its boundary conditions. The purpose of this paper is to offer a theoretical framework in which business ties moderates the mediated relations of customer prioritization and product complexity to customer service performance.Design/methodology/approachStructural equation modeling and a moderated mediation analysis were used on a unique multi-level, multi-respondent data set of 248 participants from 124 small and medium-sized enterprises in Turkey.FindingsThis study finds that both customer prioritization and product complexity increase job stress. In addition, this paper finds that business ties have a bitter-sweet nature as a personal resource and reverse the relation of customer prioritization to job stress while strengthening the negative direct relation of product complexity to job stress. Finally, this study finds that the indirect relation of customer prioritization to customer service performance through job stress is contingent on business ties. Specifically, this paper finds that high levels of business ties negate the indirect relation of customer prioritization to customer service performance while low levels of business ties exacerbate the negative effects of customer prioritization to customer service performance, channeled through job stress.Practical implicationsThe findings demonstrate the critical role that personal networks play in reducing job stress and enhancing customer service performance for small and medium-sized enterprises that adopt customer-centric strategies such as customer prioritization. Nevertheless, the results suggest that the managers need to cognizant of the undesirable consequences of business ties may have on job stress when boundary-spanners handle a wide range of products/services that are technically complex. Accordingly, this study recommends small and medium-size enterprise managers and owners should be cautious in resource allocation to establish informal, personal ties with suppliers, competitors, customers and other market collaborators.Originality/valueThis paper offers a deeper perspective of the relations of customer prioritization and product complexity to job stress and customer service performance. This study also specifies business ties as a personal coping resource, which decreases the undesirable consequences when used in small and medium enterprises that adopt customer-centric strategies.

PurposeThe purpose of this paper is to offer a theoretical and empirical understanding of how social ties affect innovation behavior and new product performance in Turkey, which is an emerging economy where high levels of economic and political uncertainties exist.The authors examine whether innovation behavior binds the political and business ties of the firm to new product performance. They also examine if these effects are contingent on variations in the institutional environment and market environment.Design/methodology/approachStructural equation modeling and mediation analyses were used on a sample of 344 small- and medium-sized enterprises in Istanbul.FindingsBusiness ties are positively related to exploratory innovation behavior and political ties hamper such behavior. The authors also show that government support hinders firms' disruptive innovation while encouraging incremental innovation behavior. The authors further demonstrate that the positive and indirect relation of business ties to new product performance through exploratory and exploitative innovation is largely insensitive to changes in market and institutional environments. Political ties are negatively (positively) and indirectly related to new product performance through exploratory (exploitative) innovation.Practical implicationsManagers should choose the form of their personal interactions (political and/or business) based on the type of innovation that is being pursued. Additionally, managers should consider both the institutional environment and the market environment as important contingencies in their decision of whether to invest resources in developing social ties to build innovation behavior.Originality/valueThe authors offer a deeper perspective of how social ties in emerging economies affect new product performance by considering exploratory and exploitative innovation behavior as mediating mechanisms. These mediating effects are conditional on institutional and market environments.

This paper examines fungibility as a possible explanation for the missing link between foreign aid and economic growth. The composition of aid plays a crucial role in determining the composition of government spending and, consequently, the magnitude of fungibility and its impact on growth. Embedding fungibility as an equilibrium outcome in an endogenous growth framework, we show that the substitution away from domestic government investment is higher than from government consumption. This leads to a reduction in domestic productive public spending and completely offsets any positive impact that aid might have on growth. The main predictions of the model are tested using a panel dataset of 67 countries for 1972-2000. We find strong evidence of fungibility at the aggregate level: almost 70 percent of total aid is fungible in our sample. We also find that investment aid is more fungible than other categories of aid. In the presence of fungibility, there is no statistically significant relationship between foreign aid and economic growth.

PurposeDrawing on the literature on dynamic skills, this study builds upon and empirically tests a conceptual model that connects business and political ties, organizational unlearning, organizational learning and firm performance. Specifically, this study suggests that business ties enable and political ties inhibit organizational unlearning (i.e. regenerative dynamic capability), which may, in turn, affect exploratory (i.e. renewing dynamic capability) and exploitative (i.e. incremental dynamic capability) innovation behaviors of the firm. Thus, the purpose of this study is to offer a theoretical framework in which organizational unlearning and learning act as mediating mechanisms between business and political ties and firm performance.Design/methodology/approachStructural equation modeling and mediation analyzes were used on a sample of 302 small and medium-size enterprises in Turkey.FindingsThis study found that business ties enable organizational unlearning while political ties impede it. This study further demonstrates that business ties positively and political ties negatively relate to organizational learning through organizational unlearning. In addition, this study shows that political ties are mostly negatively and indirectly related to firm performance through organizational learning while business ties positively and indirectly relate to firm performance.Practical implicationsThe findings demonstrate the critical role that personal networks play in organizational learning and firm performance. This study provides evidence to the need to recognize and evaluate the potential and undesirable impacts of political ties on cultivating innovation skills and firm performance. In addition, this study recommends managers to embrace the significance of organizational unlearning in strategic renewal, particularly as it applies to building renewing and incremental dynamic skills for enhanced firm performance.Originality/valueThis study offers a deeper perspective of the dissected relations of social ties in emerging economies to firm performance by considering organizational unlearning and learning behaviors as mediating mechanisms.